(John Wiley & Sons Inc.: Hoboken, NJ) -- The Age of Innovation is here. Without a culture of innovation, you will not stay on top for long. And when you throw the stalled economy into the mix, the bright ideas of your employees may be all that stands between your company and disaster, say Cyndi Laurin and Craig Morningstar, authors of The Rudolph Factor: Finding the Bright Lights That Drive Innovation in Your Business (John Wiley & Sons Inc., 2009).

How do you infuse this magic ingredient—innovation—into your culture? The Rudolph Factor answers that question. Along the way it tells the story of The Boeing Co., one of America's oldest and best aircraft manufacturers, zeroing in on its C-17 Progam's spectacular turnaround at the edge of collapse. They share lessons Boeing learned about innovation—lessons that can be applied and replicated in any business.

Here are just a few of the book's insights on creating a culture of (Rudolph-friendly) innovation at your company:

Lead in ways that don't force people to check their red noses at the door. The old (yet still prevalent) command-and-control style of management is antithetical to environments that nurture Rudolphs. To elicit and nurture innovative thinking requires as much from leaders as it does from employees. Leaders must continually be more participative than autocratic, treat all employees as business partners regardless of their titles, and focus on removing barriers and providing resources for people to be successful. Once you give up your illusion of control, more ideas will percolate from the ground up.

Embrace the AVTAR approach to creating a Rudolph culture. When you're seeking to change your culture, think "participative," not "imposed from above." Laurin and Morningstar describe their "psychology of change" model Boeing managers used (albeit inadvertently; they didn't call it AVTAR but recognized the steps when Laurin and Morningstar shared their model with them):

Awareness: Generate awareness of a proposed change.

Value: Share information that inspires employees to find value in a proposed change. Until employees recognize for themselves the value in the proposed change, you can't go on to the next step (otherwise, you'd be imposing change, which is the antithesis of creating a Rudolph culture).

Thinking: Here, employees begin to bear the burden of responsibility for the proposed change. This shift in thinking requires managers to let go of their own agendas and employees to ask questions reflecting their new awareness.

Actions: In this stage, responsibility has mostly shifted to employees. New actions and behaviors begin to appear based upon new ways of thinking.

Results: Here, results flow organically, a natural outcome of the shift in thinking and new actions and behaviors (not enforced by rewards and punishment).

 

Learn to recognize Rudolphs. Here's a clue: They're often labeled square pegs, radicals, misfits, loose cannons, zealots, or innovators. And while their "Rudolphness" may differ based on context, circumstance, and environment, one constant for all Rudolphs is that they cannot help but spend time involuntarily thinking about the things they are most passionate about, acquiring the capabilities to manifest their thoughts into reality, and taking action.

Identify (and meet) your Rudolphs' unmet needs. The fact is, Rudolphs aren't like other employees. They really have unique needs. Laurin and Morningstar offer a few examples of needs Boeing Rudolphs shared with them:

• An outlet to share ideas on a regular basis
• Protection from their direct manager as well as ill-willed peers (because Rudolphs are commonly seen as a threat)
• Permission to take risks and share unconventional ideas
• Access to collaborative teams that also include non-Rudolphs
• The ability to execute their ideas... but not in a haphazard fashion

Put systems in place to encourage innovative thinking. (Hint: Money talks) Rudolph cultures draw creativity and innovation from employees, and that requires more than the old-fashioned "suggestion box" program. Boeing's Creative Edge Program, designed to make the C-17 cargo aircraft more affordable, paid employees for their cost-saving ideas. In return, employees have generated more than $90 million with their ideas over the past decade and continue to impact the bottom line in very significant ways

About the authors

Cyndi Laurin, Ph.D., is an author, international keynote speaker, and founder of Guide to Greatness LLC. She specializes in process improvement and performance management. She is also the bestselling author of Catch!: A Fishmonger's Guide to Greatness (Berrett-Koehler, 2004).

Craig Morningstar is an experienced senior-level executive whose background includes positions at Southwest Airlines and Charles Schwab. He is also an entrepreneur who has founded, operated, and sold several companies.